Recent activities reminded me of a simple roadmap I laid out in these pages (Aug. 31, 2025, “Lessons from George W. Bush, his institution”) for effective leadership: providing safety, security, solvency and sanity.

In short, great leadership should provide physical safety for those being led and the security that they can trust the institutions to govern intelligently and with their best interests at heart, while ensuring both the financial solvency of the enterprise and the sanity to keep the place focused optimistically on the future.

Good leadership should do what it is strong at and be intellectually honest to own up to what it does not do well. Then, it should simply stop wasting time on those things outside its core competency. As my former boss was prone to pointing out — a government should do fewer things, but do them well!

As it relates to the current debate over the future of Dallas City Hall, applying these basic principles is instructive as the issue touches each of these priorities.

Our city government should exit the real estate business, since it is clearly not its core competency, especially given its record of mismanagement of City Hall over the years as well as other well-documented and costly recent real estate dalliances. It is time to own that track record and begin to be better stewards of taxpayer money. Plus, given the large vacancies in existing downtown buildings, relocating city functions as a renter will be much more economical.

The definition of insanity is to do the same thing and expect different results. Thinking that the city will be able to remediate City Hall’s issues in a permanent and economically feasible way is naïve. It is time for sanity to prevail — for the city to move on from an anachronistic building that is beyond repair, returning that land to the tax rolls while saving both tenancy costs and reducing downtown office vacancies at the same time.

I appreciate that the iconic architect’s name on the building is a city asset and demolition would toss that aside. But our neglect up to this point is evidence that it was already being tossed, just one unaddressed issue at a time. While punting is not ideal, neither is being in the predicament we are in. Leaders must constantly weigh costs and benefits as part of the job and make sound decisions going forward.

We now have an opportunity to demonstrate leadership and apply all of our energy and careful thought to execute on a dynamic plan to activate that part of downtown for the benefit of the next generation. Engaging Linda McMahon, who is CEO of the Dallas Economic Development Corporation, is heartening on this issue given her experience and leadership in real estate.

This is a commercial decision and ignoring economic realities is foolhardy. We have the chance to do something special that future citizens will look back upon and see that today’s leaders were visionary.

I’d like to see the city exercise its common sense and pursue the win-win strategy. By doing so, all Dallas citizens will be more secure knowing that its leadership is capable of making smart decisions, even if it means admitting past mistakes. The first rule when you’ve dug yourself into a hole: “Stop digging!”

It is time for our leaders to lead.

Ken Hersh is the co-founder and former CEO of NGP Energy Capital Management and former CEO of the George W. Bush Presidential Center.